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Darren Stott Greenchain Consulting Tabitha McLoughlin Executive Director, Coquitlam Farmers’ Market David J. Connell , P

BCAFM 2014 Conference Leading the Food Revolution. Market Positioning through Market Policies. Darren Stott Greenchain Consulting Tabitha McLoughlin Executive Director, Coquitlam Farmers’ Market David J. Connell , PhD MBA University of Northern British Columbia. Purpose.

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Darren Stott Greenchain Consulting Tabitha McLoughlin Executive Director, Coquitlam Farmers’ Market David J. Connell , P

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  1. BCAFM 2014 Conference Leading the Food Revolution Market Positioning through Market Policies Darren Stott Greenchain Consulting Tabitha McLoughlin Executive Director, Coquitlam Farmers’ Market David J. Connell, PhD MBA University of Northern British Columbia

  2. Purpose • To help farmers’ markets execute and strengthen their strategic direction through the development and use of market policies.

  3. Outcome Strengthened Market Policies: • Help markets be more competitive • Increase loyalty of customers and vendors • Help markets become more efficient and profitable • Support the growth of market vendors and their community

  4. Agenda • Introduction 3:15 • Exercise 1 3:25 • Strategic Planning 3:35 • Market Positioning 3:45 • Market Policies 3:55 • Exercise 2 4:10 • Next steps 4:25 • Q&A

  5. Exercise 1 What are the 3 most important policies you think are the most important to your market?

  6. Results of recent studies show significant growth • More farmers’ markets in BC • More people shopping at farmers’ markets • More money being spent by shoppers at farmers’ markets

  7. However…… • Morecompetition • Moresavvy shoppers • Moreimpact on businesses and community • More opportunities • More challenges

  8. Therefore Strategic Planning is vital for growing markets • The aim is to actively decide on a desirable path of development • A “development path” refers to typical patterns of growth for a farmers’ market and the steps associated with this pattern of growth • Mission, vision, goals, and objectives

  9. The core businessof farmers’ markets is to ‘profit’ by bringing farmers and shoppers together in a unique setting.

  10. Food Retail: Farm Direct PERSONAL CSA Farmers’ markets U-Pick Farmgate Relation with farmer Corner store Shoppers Wholesale Save-On IMPERSONAL Wal-Mart LOW HIGH Social experience

  11. Market positioning • To get customers’ attention and dollars, a business tries to distinguish itself from its competitors and to differentiate its product and services by turning strengths into an advantage

  12. Market Position PERSONAL Relation with farmer IMPERSONAL LOW HIGH Social experience

  13. How to position your farmers’ market • What tools are available to help your market position itself in relation to its direct (and indirect) competitors? • Positioning is usually achieved through pricing and quality • Reinforced through advertising, promotions, and branding

  14. Your market’s policies are the essential tools to support market positioning

  15. Market policies as strategic tools How can each of the following be used as tools to turn your strengths into advantages? • Geographic boundaries • Staffing of vendor tables • Co-operative selling arrangements • Re-selling produce • Vendor type & mix

  16. 1. Geographic boundaries www.travel.bc.ca

  17. 2. Staffing of Vendor Tables www.bcfarmersmarket.org

  18. 3. Co-operative Selling Arrangements www.cityfarmscoop.ca

  19. 4. Reselling produce www.bcfarmersmarket.org

  20. 5. Vendor Type & Mix www.bcfarmersmarket.org

  21. Exercise 2 For each of the five key policy areas: how would loosening or tightening each of the policy areas affect your market’s “market position”? Why?

  22. Next steps • Strategic business planning • The Core Business of Farmers’ Markets • Selling at BC’s Farmers’ Markets • BCAFM Webinar series • Outside support • Grants • Market policy development • Learn from others • Discuss with staff , board, vendors & key stakeholders • Link to overall strategy

  23. Q&A

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